Cela fait plus de 10 ans que je navigue dans l’écosystème des startups tech françaises. Avec plus ou moins de succès : échec de l’entreprise que j’ai fondée en 2010, puis croissances rapides chez Artefact (founding partner) et ManoMano (CPO).

J’ai clairement vu grandir cet écosystème, depuis les structures d’accompagnement qui sont maintenant foisonnantes en passant par le financement où les montants levés ont quasiment été multipliés par 10. Les start-ups sont aussi devenues attractives aux yeux des jeunes diplômés alors qu’ils se tournaient majoritairement vers la finance ou le conseil à la fin des années 2000.

Alors quel est…

Once executives in a company finally realize the importance of being user-centric (read this article if you want to make them aware), excitement can be really strong. They might ask their employees to start doing extensive User Research right away without providing them with the appropriate training. Time goes by and first results could turn out to be disappointing, undermining the hype around user-centricity in the company. Why? User Research is difficult, way more than what non familiar executives might think. It’s not only about sending your people onto the field to chat with your users, even if better than…

6 ways to assess objectively your user-centricity

Many companies pretend being user-centric but very little really qualify for it. There is a huge gap between considering oneself as user centric and acting in a user centric way. Unfortunately, many companies are honest when seeing themselves as truly user-centric and miss the behaviors it really takes to be user centric. Below follow 6 items that will allow you to assess objectively to what extent you are a user-centric company:Focus on discovery rather than delivery

  1. Focus on discovery rather than delivery
  2. Qualitative before quantitative research
  3. User metrics rather than business metrics
  4. Journey rather than moment
  5. Talking to users rather…

This article gathers into a single place all our learnings about the set-up of a product-centric organization at MM (ManoMano). MM is a French scale-up specialized in e-commerce, leading online European DIY (Do It Yourself) space, see details at the end of the article.

The company grew from 2 product teams in 2017 to 25 in 2020 (others name them squads, feature teams…). The Product department is made of around 50 people, mainly Product Managers (~35), Designers (~10) and User Researchers (3). The team also included QA (Quality Assurance) until the end of 2019, this is why the topic will…

If you want to practice for PM interview, you have great books (Cracking the PM interview for instance), but we wanted to share a case we used to do at ManoMano’s first times. Our new cases are similar in their structure but are about ManoMano’s product! Enjoy! If you want more details about how we (try to) recruit great PMs, feel free to read this article! And if you want to apply at ManoMano, we always have open positions so take a look at our offers.

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Statement: you have been hired as the first product manager for a young food-tech…

Once the CPO (Chief Product Officer) has set up a strong product-centric organization (step 1), once this org is fully decentralized and rooted in the company with senior product profiles (step 2), what becomes the CPO’s role in the company? Does the CPO even remain useful? If he (I am using He for writing simplicity) does, what should he be doing?

In a nutshell, the answer is yes (but perhaps not necessarily in the C-suite). 5 key missions should fill the daily life of the CPO:

  • Product influence inside the company (eg. …

Recruiting in fast growing companies is probably one of the most difficult part of the job. At first, your company is not well known, attracting great profiles is hard. In the same time, you desperately need resources and you can easily lower the bar on the quality of new hires… Once the company gets bigger and better known, you still need to fight hard against well established tech companies, you are looking towards senior profiles with big compensation plans and high expectations.

But in both cases, as a manager, it should be your number one priority. I sometimes considered myself…

With the rise of SaaS editors in the tech world, you now have a tool for any need you can imagine (search, marketplace, chat, content management, payment…). It can be an incredible accelerator if you pick up the right tools but also turns into a nightmare when things go wrong (migration, integrations, data ownership…). So “make or buy” decision became one of the most critical that a Product Manager can take in his job.

Here is a summary of the criteria we assess at ManoMano (MM):

  • Data ownership belongs to MM and is not mutualized to improve the tool
  • Commoditization

We wanted to share with you some very concrete artefacts that we use to help us do better Product Management. They are not an end, rather means that may ease your thinking, problem framing or allow more efficient challenges. They can be templates (opportunity tree, USPs value), workshops, specific meetings… Feel free to share your own product artefacts in the comments! Here is the overview of the tools we are going to see:

  • Product challenge, a presentation template and process that will help you clarify your product strategy during a 1H meeting in less than 10 slides
  • USPs chart, a…

Building a valuable tech product is complex. First, because it requires a hard level of collaboration between stakeholders coming from heterogeneous backgrounds (designers, engineers, business, customers…). Then, when the company scales, building an ecosystem of tech products becomes even harder since the need of synchronization grows (architecture design, product portfolio management, code dependencies…). Finally, beyond the value of the tech products you build, your organization must ensure that everyone is deeply engaged and happy in their daily jobs.

Going through ManoMano’s product organization principles, you will see the same kind of organization that many tech companies adopted, a Spotify-like model…


Tech entrepreneur, Consultant | ex-CPO (Chief Product Officer) at ManoMano | ex Founding Partner at Artefact

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